commissioners goals & objectives

Commissioners Goals & Objectives

1. Economic Development

2. Institutional Governance & Policy

3. Environment

4. Education

5. Quality of Life

1

Presentation Schedule*dates are tentative and subject to change

Date GoalJanuary 26 1) Economic Development

February 23 2) Institutional Governance & Policy

March 23 3) Environment

April 27 4) Education

May 25 5) Quality of Life

June 22 1) Economic Development

July 27 2) Institutional Governance & Policy

August Break

September 28 3) Environment

October 26 4) Education

November 30 5) Quality of Life

December Break2

Commissioners Goals & ObjectivesGoal 4: Education

Lead Presenter: Human Resources

Supporting: County Administration

October 26, 2021

3

Board of Education

Funding

Formal Collaboration

4Oct. 26 - Education

Board of Education (BOE)

Funding*Totals include one-time additional funding provided through the Cable TV/I-Net Fund


$179,386,000$183,583,200

$194,004,600 $195,714,600$2,596,100

$8,490,800

$1,710,000

$5,061,800

$165,000,000

$170,000,000

$175,000,000

$180,000,000

$185,000,000

$190,000,000

$195,000,000

$200,000,000

$205,000,000

FY2019$182,148,214

FY2020$192,074,000

FY2021$195,747,167

Adopted FY2022$200,991,091

Maintenance of Effort (MOE) Amount above MOE MOE based on FY2019 per pupil

College of Southern Maryland (CSM)

Funding


$9,886,200 $9,921,200 $9,921,200 $9,921,200

$458,900 $405,000

$100,000$100,000

$9,500,000

$9,600,000

$9,700,000

$9,800,000

$9,900,000

$10,000,000

$10,100,000

$10,200,000

$10,300,000

$10,400,000

$10,500,000

$10,600,000

FY2019$9,886,200

FY2020$10,480,100

FY2021$9,921,200

Adopted FY2022$10,426,200

Maintenance of Effort One-time Funding Velocity Center

Combined BOE & CSM

Funding*Totals include one-time additional funding provided through the Cable TV/I-Net Fund


$182,148,214

$192,074,000$195,747,167

$200,991,091$9,886,200

$10,480,100$9,921,200

$10,426,200

$165,000,000

$170,000,000

$175,000,000

$180,000,000

$185,000,000

$190,000,000

$195,000,000

$200,000,000

$205,000,000

$210,000,000

$215,000,000

FY2019$192,034,414

FY2020$202,554,100

FY2021$205,668,367

Approved FY2022$211,417,291

Board of Education College of Southern Maryland

Board of Education

Formal Collaboration Several groups have held meet & greet sessions with the new Superintendent

of Schools, Dr. Maria Navarro, including County Administration and Economic Development

Ten County Government employees were invited to participate on Steering Committees on the five policy areas related to the Blueprint Implementation

Funding above MOE to support salary increases for BOE staff

One-time costs to run a fiber extension to Diggs Elementary School and Davis Middle School was identified by DFAS staff and funded with County Franchise Fees.

Commissioners approved additional nonrecurring funds for professional development services for the well being of Charles County Public Schools employees and staff.


Board of Education

Formal Collaboration

DFAS and PGM are part of a School Funding Committee with BOE staff, as well as staff from the Towns to review funding alternatives for school construction

Forward Funding the State’s share of construction for more timely competition of CIP projects

FY2022-FY2026 CIP includes new elementary school and new middle school

Funding for new middle school was accelerated by one year to start design in FY2024/FY2025

Member of the Rural Broadband Taskforce since 2019


Workforce Development

Human Resource Development




Objective 1:

Evaluate and modernize the training program to include registration and procedures

HR worked with the IT division to develop ways to make it easier for County employees to submit their training forms.

Converted existing forms to utilize Adobe sign which allows documents to go through an electronic workflow.

Online access to registration for classes at CSM

Will re-evaluate following implementation of Learn




Objective 1 (cont’d):

Evaluate and modernize the training program to include registration and procedures

Learn (a learning management system).

Learn is a self paced system and has a variety of courses from MS Office products to safety classes. Initial feedback from employees in several departments was positive. This system allows all employees, including those in 24/7 positions and those out in the field, opportunities to take training classes that fit their schedule.

Learn implementation is underway and expected to launch December 2021.




Objective 2:

Identify and develop a leadership training tailored to skilled workers

Parallel organization to be developed to identify needs and the best ways to introduce training

Address flexibility of training schedules

Use methods allowing for increased access for staff not familiar with technology




Objective 3:

Establish and develop an employee succession planning program that will maximize the quality and efficiency of County Government operations

Diversity, Equity and Inclusion Strategic Plan presented March 2, 2021

Three phases in the GARE approach to equity – Normalize, Organize and Operationalize

Organize 2021-2022

Departmental Action Plans

Pipeline Development

ELT and SLT sponsorship program for aspiring leaders




Objective 4:

Promote, market and advocate employee benefits to improve employee well-being

The Benefits team implemented office hours at other County locations where employees can review and update their benefits, ask health insurance and pension-related questions, and discuss other HR-related matters.

Benefits 101 class is in development and slated for implementation within the year 2022.

In-person individualized retirement planning meetings have resumed with our three deferred compensation vendors so employees can keep retirement planning on track

The Benefits team implemented FMLA training for Department of Community Services.

The Benefits team continues to notify employees of updates through the CCG employee connection newsletter.




The Leadership Academy

Strengthens communication, leadership, supervisory skills for staff in supervisory roles and those planning for promotions in the future

Mandatory for supervisors of all levels, but all employees may participate.

Six (6) core courses four (4) elective courses.

The Leadership Academy currently has 130 participants, and 25 additional graduates bringing the total to 190 employees who have completed the academy since its inception in 2016.

Training

New courses for Fiscal Year 2022

Bystander Intervention

Effective Performance Appraisals

Managing Remote Teams

Productive Stress Management

Conflict Management – Before, During, and After

Creating Accountability through Delegation




Diversity, Equity & Inclusion Training

Government Alliance on Race & Equity (GARE)

9 members of 2021 cohort began September

Emotional Intelligence

Stereotypes, Biases and Diversity

Understanding your Organization

The Future of your Organization Through DEI




NACo High Performance Leadership Academy

Intensive online training program through the National Association of Counties (NACo)

Four courses completed over 12 weeks:

Leadership Mindset & Positive Engagement

Leading Effective Change

Communication & Collaboration

Leading High-Performance Teams

Two cohorts (14 employees) have completed the program since 2019

Third cohort of 10 employees started in September 2021

Participants share what they learn with their teams and departments




NACo High Performance Leadership Academy

Each cohort must develop a final project to apply what was learned

PDA Partner Program

Cohort developed a participation agreement between the current student and the graduate

Weekly meetings take place to “check in” and make sure the student is proceeding accordingly

Graduates were placed with students outside of their department to try and create additional connections and have employees learn more about other areas of government.

A mid-cohort check-in will be done with the graduates to see how it is going. We’ll also check in with the students and get their feedback.

Application Process

Developing a process that will determine eligibility

Creating an application for interested participants

Establishing an interview panel and interview questions


Charles County Government200 Baltimore Street • La Plata, MD • 301-645-0550

Equal Opportunity Employer

www.CharlesCountyMD.gov

About Charles County GovernmentThe mission of Charles County Government is to provide our citizens the highest quality service possible in a

timely, efficient and courteous manner. To achieve this goal, our government must be operated in an open and accessible atmosphere, be based on comprehensive long- and short-term planning and have an appropriate

managerial organization tempered by fiscal responsibility. We support and encourage efforts to grow a diverse workplace. Charles County is a place where all people thrive and businesses grow and prosper; where the

preservation of our heritage and environment is paramount; where government services to its citizens are provided at the highest level of excellence; and where the quality of life is the best in the nation.

It is the policy of Charles County to provide equal employment opportunity to all persons regardless of race, color, sex, age, national origin, religious or political affiliation or opinion, disability, marital status, sexual orientation,

genetic information, gender identity or expression, or any other status protected by law.


commissioners goals & objectives

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